What Is The 5 Whys Method And Why It Matters To Unlock Creativity In Business

The 5 Whys method is an interrogative problem-solving technique that seeks to understand cause-and-effect relationships. At its core, the technique is used to identify the root cause of a problem by asking the question of why five times. This might unlock new ways to think about a problem and therefore devise a creative solution to solve it.

Table of Contents

Understanding the 5 Whys Method

The 5 Whys method was instituted by Toyota employee Taiichi Ohno in the 1950s.

Ohno developed the technique as the basis of Toyota’s scientific approach to problem-solving.

He argued that “by repeating why five times, the nature of the problem as well as its solution becomes clear.”

In modern business, the method has expanded well beyond the automotive industry.

It is especially popular in the lean development of software, itself based on Toyota’s minimum waste and maximum value ethos in production line manufacturing.

Regardless of the industry however, the 5 Whys Method is effective at addressing recurring problems.

By their very nature, these problems recur because their root cause has not been identified.

A business with such a problem is only treating the symptoms of that problem and does not have a strategy to completely address it.

Implementing the 5 Whys Method in practice

Element	Description	Analysis	Implications	Benefits	Challenges	Use Cases
Problem	The 5 Whys Method starts with identifying a specific problem or issue that needs resolution or investigation.	Evaluating whether the problem statement is clear, focused, and well-defined.	Starting with a well-defined problem provides a clear starting point for the investigation and analysis.	Targeted problem-solving.	Starting with a vague or general problem statement.	Root cause analysis, issue resolution.
Why 1	In the first “Why,” individuals or teams ask why the problem occurred. This is the initial attempt to identify the root cause.	Analyzing the first “Why” to understand the immediate or surface-level cause of the problem.	The first “Why” uncovers the immediate cause, setting the stage for deeper exploration into the underlying factors.	Initial identification of the cause.	Stopping at the surface-level cause without probing deeper.	Identifying the trigger or catalyst for the problem.
Why 2	The second “Why” involves asking why the cause identified in the first step occurred. It delves deeper into the factors contributing to the problem.	Evaluating the second “Why” to explore the underlying causes and conditions that led to the immediate cause.	The second “Why” aims to uncover the factors or conditions that create the environment for the problem to occur.	Deeper understanding of causative factors.	Focusing too narrowly on one potential cause.	Identifying systemic or process-related issues.
Why 3	The process continues with the third “Why,” asking why the factors identified in the previous step exist or occurred. It seeks to identify even deeper causes.	Analyzing the third “Why” to examine the root causes or systemic issues that underlie the problem.	The third “Why” aims to reveal fundamental factors that, when addressed, can prevent the problem from recurring.	Identification of root causes.	Failing to explore all possible contributing factors.	Identifying organizational or structural issues.
Why 4	The fourth “Why” continues the exploration by asking why the root causes identified in the previous step exist or occurred. It goes even deeper into the analysis.	Evaluating the fourth “Why” to uncover additional layers of causative factors and conditions.	The fourth “Why” aims to reach the deepest possible understanding of the problem’s origins to develop effective solutions.	Comprehensive root cause identification.	Stopping the analysis prematurely.	Identifying complex interrelationships or historical factors.
Why 5	The final step involves asking “Why” one more time to delve into the ultimate or most fundamental reason behind the problem. This step seeks to identify the true root cause.	Analyzing the fifth “Why” to determine the core or ultimate cause of the problem.	The fifth “Why” reveals the true root cause that, when addressed, can lead to lasting solutions and prevent future occurrences.	Identification of the true root cause.	Reaching a point where no further “Whys” are needed.	Discovering the ultimate reason for the problem.

There are several steps to undertaking the 5 Whys Method, outlined below.

1. Assemble a team

Ideally, the 5 Whys method should not be undertaken by a sole individual.

A team should instead consist of members that are experienced in dealing with the problem concerned.

Each team member should also be encouraged to share their unique insights and point of view.

2. Identify the problem

The problem must be identified and agreed upon, because it very much dictates the direction of the five questions that follow.

Wherever possible, the team must identify problems with process, and not personnel.

The scope of the problem must also adequately be described.

A problem with too broad a scope will be resource-intensive to address and may inadvertently conflict with company values or strategy.

Too narrow a scope may result in insignificant improvements that do little to prevent problem recurrence.

3. Ask why

Next, a mediator should begin the process of asking why.

Each time the question is asked, the answers should be based on facts or hard data.

They should not be based on often emotional answers that are given by team members.

The team should move through each level of the method so long as there is potential for the problem to occur.

Here, it’s important to note that some root causes may be identified in less than 5 steps. Others may require more than five.

4. Identify the solutions

Once the root cause has been determined, a list of solutions must be created to address it.

Although not expressly a part of the 5 Whys method, many businesses choose to use the 5 How strategy in solution development.

This involves taking each root cause and asking “How?” a further five times until the root solution is arrived at.

Irrespective of how solutions are formulated, the business must test them in a workplace scenario.

If they are found to be ineffective, then the 5 Whys method should be repeated from the start.

Limitations of the 5 Whys Analysis

The 5 Whys analysis is a great tool to start inquiring about the core issues of a business.

It’s extremely effective as it helps you get closer to the root cause of a problem.

However, for that to work, this analysis must turn into a real, in-depth investigation of a problem.

Indeed, often this might turn into a sterile tool, as those using it only shallowly look at the problem at hand, thus confusing a symptom for the root cause.

For instance, take the case of a manager analyzing customer complaints, making many theoretical hypotheses with the 5 Whys analysis, but by never talking with the final customers.

While the analysis might be potentially a great tool to inquire into customers’ issues, in reality, that might turn into a misleading tool if not used properly.

When to Use the 5 Whys Method:

The 5 Whys Method is a valuable problem-solving approach in a variety of scenarios:

1. Recurring Issues:

When problems or issues repeatedly occur, the 5 Whys Method can help identify the root causes and prevent future occurrences.

2. Complex Problems:

For complex issues with multiple contributing factors, the method can simplify the analysis by breaking it down into manageable steps.

3. Process Improvement:

Organizations use the 5 Whys to optimize processes, reduce waste, and enhance efficiency.

4. Quality Control:

In quality control and defect analysis, the method is used to identify why defects or errors are happening and how to prevent them.

5. Continuous Improvement:

The 5 Whys Method aligns with the principles of continuous improvement, making it a key tool in Lean and Six Sigma methodologies.

How to Use the 5 Whys Method:

Applying the 5 Whys Method effectively involves a systematic approach that leverages its principles:

1. Define the Problem:

Start by clearly defining the problem or issue you want to address. Ensure that the problem is specific and well-understood.

2. Ask “Why?” Repeatedly:

Begin by asking, “Why did this problem occur?” Then, continue to ask “Why?” repeatedly, usually up to five times or until you reach a point where further questioning no longer reveals new insights.

3. Analyze the Responses:

For each “Why?” question, document the responses and consider whether they reveal root causes or contributing factors.

4. Identify Root Causes:

Review the responses and identify the root causes or factors that lead to the problem. These are the underlying issues that, when addressed, can prevent the problem from recurring.

5. Develop Solutions:

Once the root causes are identified, develop solutions or action items to address them. These solutions should be aimed at preventing the problem from happening again.

6. Implement and Monitor:

Implement the solutions and closely monitor their effectiveness. Ensure that they adequately address the root causes.

What to Expect from Using the 5 Whys Method:

Using the 5 Whys Method can lead to several outcomes and benefits:

1. Root Cause Identification:

The method helps identify the root causes of problems, allowing organizations to address them directly.

2. Prevention of Recurrence:

By targeting root causes, the method enables organizations to prevent problems from recurring, leading to improved efficiency and quality.

3. Data-Driven Decision-Making:

The analysis relies on factual information, facilitating data-driven decision-making and problem-solving.

4. Continuous Improvement:

The 5 Whys Method aligns with the principles of continuous improvement, encouraging organizations to consistently refine their processes and procedures.

5. Simplicity and Accessibility:

The method’s simplicity makes it accessible to individuals and teams at all levels of an organization.

Complementary Frameworks to Enhance the 5 Whys Method:

The 5 Whys Method can be further enhanced when combined with complementary frameworks and techniques:

1. Fishbone Diagram (Ishikawa Diagram):

A fishbone diagram is often used in conjunction with the 5 Whys Method to visually map out the potential causes of a problem, making it easier to identify root causes.

2. Pareto Analysis:

Pareto analysis, also known as the 80/20 rule, helps prioritize the root causes identified through the 5 Whys Method based on their impact.

3. Failure Mode and Effects Analysis (FMEA):

FMEA is a structured approach to identifying and prioritizing potential failure modes and their causes. It complements the 5 Whys Method for risk assessment and mitigation.

4. Six Sigma:

Six Sigma methodologies, such as DMAIC (Define, Measure, Analyze, Improve, Control), incorporate the 5 Whys as a problem-solving tool within a broader framework for process improvement and defect reduction.

5. Lean Thinking:

Lean principles emphasize waste reduction and efficiency improvement, making the 5 Whys Method a valuable tool within Lean initiatives.

5 Whys Analysis Example

Take the case of a company receiving many customers’ complaints, and it wants to go to the root cause of it.

The company must understand whether the product has manufacturing defects or isn’t delivered as it should.

Take the case of a company selling electric brooms, and lately received various complaints about these products not working as they should.

So it starts to drill down with various questions:

Why are customers complaining about the product? The product arrived on time, but it wasn’t working as expected.
Why is the product not working as expected? As the customer opened the product and tried to make it work, it wasn’t cleaning as promised.
Why is the product not delivering on the expectations? After running various checks, it turned out that a key filter was missing.
Why is that filter missing? One of the manufacturing facilities had issues related to supplying some critical raw materials, among which filters seemed to be missing.
Why are filters missing? From a further investigation, it turns out that the company was using an inventory of old filters, using old technology, as the supply of new filters was scarce.

From the analysis above, the company realizes that it has a problem with a manufacturer of filters that is not able to keep up with demand.

Thus, the company closes an exclusive agreement with the supplier, which will primarily provide these new filters to the company, thus solving the manufacturing issue.

5 Whys and Fishbone

The fishbone diagram is a great companion tool to the 5 Whys Analysis.

5 Whys and Root Cause Analysis

The 5 Whys method can also be integrated with a root cause analysis tool to make it more effective.

Key takeaways

The 5 Whys method is the iterative discussion of a problem that follows one train of thought to a logical conclusion.
The 5 Whys method is used to address recurring problems by identifying and then addressing the root cause to prevent future recurrence.
The 5 Whys method is a four-step process where individuals with experience in the problem at hand come together to brainstorm potential solutions. The method is sometimes supplemented with the “5 How” root solution technique.

Case Studies

Website Crashes:
- Problem: An e-commerce website frequently crashes.
- Why #1: The server capacity is exceeded during peak traffic times.
- Why #2: The server capacity was not scaled up to accommodate increased website traffic.
- Why #3: The company did not anticipate the growth in website traffic.
- Why #4: There was no data analysis or monitoring of website traffic trends.
- Why #5: The company lacked the necessary tools and expertise for monitoring website traffic.
- Root Cause: The root cause is identified as a lack of tools and expertise for monitoring website traffic, leading to the failure to anticipate and address increased traffic. This could lead to a solution involving the acquisition of monitoring tools and expertise to ensure server capacity meets demand.
Late Project Delivery:
- Problem: A software development project consistently misses its deadlines.
- Why #1: The project requirements were not well-defined.
- Why #2: There was a lack of communication between the development team and the client.
- Why #3: The project manager did not facilitate regular meetings with the client.
- Why #4: The project manager had multiple ongoing projects and limited time for client meetings.
- Why #5: The company did not allocate sufficient project management resources.
- Root Cause: The root cause is identified as a lack of allocated project management resources, resulting in poor communication and unclear project requirements. A potential solution involves dedicating more project management resources to ensure effective communication and requirement gathering.
Customer Complaints:
- Problem: A restaurant receives numerous customer complaints about slow service.
- Why #1: The kitchen staff often forgets orders.
- Why #2: The kitchen staff is overwhelmed during peak hours.
- Why #3: The restaurant does not have an efficient order management system.
- Why #4: The restaurant relies on a manual order-taking process.
- Why #5: The restaurant has not invested in a modern POS system.
- Root Cause: The root cause is identified as the absence of a modern POS system, leading to inefficiencies in order management and slow service. To address this, the restaurant can invest in a modern POS system to streamline order processing.
Product Returns:
- Problem: A consumer electronics company experiences a high rate of product returns.
- Why #1: Customers report that the products do not meet their expectations.
- Why #2: The product specifications were not clearly communicated to customers.
- Why #3: The marketing materials lacked detailed product information.
- Why #4: The marketing department focused on creating visually appealing materials but overlooked technical details.
- Why #5: The marketing team did not collaborate effectively with the product development team.
- Root Cause: The root cause is identified as a lack of effective collaboration between the marketing and product development teams, resulting in inadequate product information for customers. A potential solution involves improving communication and collaboration between these teams to ensure accurate product information is conveyed to customers.
Employee Turnover:
- Problem: A retail store faces high employee turnover.
- Why #1: Employees report feeling undervalued and unappreciated.
- Why #2: The store’s management does not provide regular feedback or recognition to employees.
- Why #3: The management is often preoccupied with administrative tasks.
- Why #4: The store lacks an efficient administrative support system.
- Why #5: The store relies on manual administrative processes.
- Root Cause: The root cause is identified as the reliance on manual administrative processes, leading to managerial distractions and inadequate employee feedback and recognition. A potential solution involves automating administrative tasks to free up managerial time for employee engagement and recognition.
Inventory Shortages:
- Problem: A retail store frequently experiences shortages of popular products.
- Why #1: The store’s inventory tracking system does not accurately reflect product demand.
- Why #2: The inventory system relies on manual data entry.
- Why #3: Employees often make data entry errors.
- Why #4: Employees receive insufficient training on the inventory system.
- Why #5: The store does not have a comprehensive training program for employees.
- Root Cause: The root cause is identified as the absence of a comprehensive employee training program, leading to data entry errors and inaccurate inventory tracking. A potential solution involves implementing a training program to ensure employees can effectively use the inventory system.
Production Delays:
- Problem: A manufacturing company experiences frequent delays in product production.
- Why #1: Some production equipment frequently breaks down.
- Why #2: The equipment maintenance schedule is irregular.
- Why #3: Maintenance staff often lacks spare parts.
- Why #4: The company does not have a well-organized spare parts inventory system.
- Why #5: There is no clear procedure for spare parts management.
- Root Cause: The root cause is identified as the absence of a well-organized spare parts inventory system and clear spare parts management procedures, leading to equipment breakdowns and production delays. A potential solution involves establishing an efficient spare parts inventory system and maintenance procedures.
Customer Churn:
- Problem: A subscription-based streaming service faces high customer churn rates.
- Why #1: Customers report dissatisfaction with the content library.
- Why #2: The service did not regularly update its content offerings.
- Why #3: The content acquisition process is slow and lacks flexibility.
- Why #4: The company relies on traditional content licensing agreements.
- Why #5: The company has not explored alternative content acquisition methods.
- Root Cause: The root cause is identified as the reliance on traditional content licensing agreements, leading to inflexible content acquisition and customer dissatisfaction. A potential solution involves exploring alternative content acquisition methods to provide a more diverse and updated content library.
Project Budget Overruns:
- Problem: A construction company frequently exceeds project budgets.
- Why #1: Unforeseen construction delays occur.
- Why #2: The company does not conduct thorough site assessments before project initiation.
- Why #3: Site assessments lack comprehensive evaluation of potential challenges.
- Why #4: The company does not involve experienced site assessors in the evaluation process.
- Why #5: The company has not established a clear protocol for site assessments.
- Root Cause: The root cause is identified as the absence of a clear protocol for site assessments and the involvement of experienced assessors, leading to incomplete evaluations and construction delays. A potential solution involves establishing a standardized site assessment protocol.
Customer Support Complaints:
- Problem: A software company receives numerous customer support complaints.
- Why #1: Customers report long response times from the support team.
- Why #2: The support team is understaffed.
- Why #3: The company has not adjusted support team staffing to accommodate increased customer demand.
- Why #4: The company lacks a system for monitoring and forecasting support team workload.
- Why #5: The company has not implemented a support team workload management system.
- Root Cause: The root cause is identified as the absence of a workload management system for the support team, leading to understaffing and long response times. A potential solution involves implementing a system for monitoring and adjusting support team staffing based on workload.

Key Highlights

Problem-Solving Technique: The 5 Whys method is a problem-solving approach that aims to uncover the root cause of an issue through a series of “why” questions.
Toyota Origins: Developed by Toyota employee Taiichi Ohno in the 1950s, the method was integral to Toyota’s scientific problem-solving approach.
Relevance Beyond Automotive: Although rooted in the automotive industry, the method has been widely adopted in various fields, particularly in lean software development.
Iterative Approach: The technique involves iterative questioning, with each “why” leading to a deeper understanding of the problem’s cause-and-effect relationships.
Asking “Why” Five Times: The method’s name stems from the practice of asking “why” five times, but more or fewer questions may be needed to identify the root cause.
Preventing Recurrence: The 5 Whys method is particularly effective in addressing recurring problems by identifying and resolving their underlying causes.
Team Collaboration: It’s recommended to assemble a diverse team with relevant expertise to ensure a comprehensive analysis.
Problem Definition: Clearly defining the problem is essential to guide the subsequent questioning process and focus on process-related issues, not individuals.
Solution Identification: Once the root cause is identified, solutions can be formulated. The “5 How” strategy can be used to further develop solutions.
Solution Testing: Testing the solutions in a practical setting helps ensure their effectiveness and address the root cause.
Limitations: The method should be used diligently to avoid shallow analysis and mistaking symptoms for root causes.
Complementary Tools: The 5 Whys method can be complemented by tools like Fishbone Diagrams and root cause analysis to enhance its efficacy.
Versatile Application: While rooted in problem-solving, the method can be integrated with other analytical tools for comprehensive results.
Promotes Continuous Improvement: By delving into the root causes of issues, the 5 Whys method encourages continuous improvement and prevents future recurrences.
Visualization Tools: Tools like Fishbone Diagrams help visually represent cause-and-effect relationships identified through the 5 Whys process.
Integration with Root Cause Analysis: Integrating the method with root cause analysis further enhances its ability to identify the underlying factors.

Related Methodologies	Description	Key Features
5 Whys Method	The 5 Whys Method is a simple but powerful technique for identifying the root cause of a problem by repeatedly asking “why” until the underlying cause is uncovered. It involves asking why a problem occurred and then asking “why” again for each subsequent answer, typically reaching the root cause within five iterations. The goal is to move beyond superficial explanations and uncover deeper issues that contribute to the problem. The method helps teams avoid addressing symptoms rather than the actual underlying cause.	– Simple technique for identifying the root cause of a problem. – Involves asking “why” repeatedly until the root cause is uncovered. – Typically reaches the root cause within five iterations. – Helps avoid addressing symptoms rather than the underlying cause.
Fishbone Diagram (Ishikawa Diagram)	A Fishbone Diagram, also known as an Ishikawa Diagram, is a visual tool for identifying and categorizing possible causes of a problem or effect. It provides a structured approach to brainstorming and organizing potential causes into categories such as people, process, equipment, environment, and management. By visually mapping out potential causes, teams can systematically analyze and prioritize them to identify the root cause of a problem. Fishbone Diagrams encourage collaboration and provide a comprehensive view of possible causes.	– Visual tool for identifying and categorizing possible causes of a problem. – Organizes causes into categories such as people, process, equipment, environment, and management. – Systematically analyzes and prioritizes potential causes. – Encourages collaboration and provides a comprehensive view of possible causes.
Root Cause Analysis	Root Cause Analysis (RCA) is a structured method for identifying the underlying causes of a problem or event. It involves gathering data, analyzing contributing factors, and identifying root causes using techniques such as brainstorming, cause-and-effect analysis, and fault tree analysis. RCA aims to uncover systemic issues rather than focusing solely on immediate or superficial causes, enabling organizations to implement effective corrective actions to prevent recurrence.	– Structured method for identifying underlying causes of a problem or event. – Involves gathering data, analyzing contributing factors, and identifying root causes. – Uses techniques such as brainstorming, cause-and-effect analysis, and fault tree analysis. – Aims to uncover systemic issues and implement effective corrective actions.
Pareto Analysis	Pareto Analysis, also known as the 80/20 rule, is a statistical technique for prioritizing and focusing efforts on the most significant causes contributing to a problem. It involves identifying and ranking potential causes based on their frequency or impact, with the understanding that a small number of causes typically account for the majority of problems. Pareto Analysis helps teams allocate resources efficiently by targeting efforts on addressing the vital few causes that have the most significant impact.	– Statistical technique for prioritizing significant causes of a problem. – Identifies and ranks causes based on frequency or impact. – Focuses efforts on addressing the vital few causes with the most significant impact. – Helps allocate resources efficiently.
Failure Mode and Effects Analysis	Failure Mode and Effects Analysis (FMEA) is a systematic approach for identifying potential failure modes of a product, process, or system, assessing their effects, and prioritizing preventive measures. It involves analyzing each component or step to determine potential failure modes, their causes, and the severity of their effects. FMEA helps teams proactively mitigate risks by identifying and addressing potential failure points before they occur, improving product quality, reliability, and safety.	– Systematic approach for identifying potential failure modes and effects. – Assesses the severity of effects and prioritizes preventive measures. – Analyzes each component or step to determine potential failure modes and causes. – Helps mitigate risks proactively and improve product quality, reliability, and safety.
DMAIC (Six Sigma)	DMAIC is a problem-solving methodology used in Six Sigma for improving processes and reducing defects. It stands for Define, Measure, Analyze, Improve, and Control. DMAIC provides a structured approach to problem-solving, starting with defining the problem and project goals, measuring current performance, analyzing data to identify root causes, implementing improvements, and establishing controls to sustain improvements over time. DMAIC is data-driven and emphasizes continuous improvement and process optimization.	– Problem-solving methodology used in Six Sigma for process improvement. – Structured approach: Define, Measure, Analyze, Improve, Control. – Data-driven and emphasizes continuous improvement. – Provides a systematic framework for problem-solving and process optimization.
A3 Problem Solving	A3 Problem Solving is a structured approach for solving problems and documenting the process on a single A3-sized sheet of paper. It typically involves seven steps: problem identification, problem clarification, root cause analysis, developing countermeasures, implementation planning, follow-up actions, and reflection. A3 Problem Solving encourages collaboration, fosters disciplined thinking, and provides a concise and visual way to communicate problem-solving efforts and solutions.	– Structured approach for solving problems and documenting the process on an A3-sized sheet of paper. – Involves seven steps: problem identification, clarification, root cause analysis, countermeasures, planning, follow-up, and reflection. – Encourages collaboration and disciplined thinking. – Provides a concise and visual way to communicate problem-solving efforts and solutions.